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1
North Carolina Department of Transportation
page
2013annual report
performance
2 3
North Carolina Department of Transportation North Carolina Department of Transportation
page page
message from the
Secretary
Dear North Carolinian:
As detailed in the following report, State Fiscal Year 2012–2013 was a landmark year for
transportation in North Carolina.
Most notably, Gov. Pat McCrory signed into law House Bill 817, entitled “Strategic Transportation
Investments,” which provides more efficiency in how we fund transportation projects to help
us better meet the changing needs of our state. This legislation was passed in record time by an
overwhelming bipartisan majority. We are extremely pleased with the success of these efforts and
the difference they will make for North Carolinians.
Transportation touches on nearly every aspect of daily life in North Carolina and contributes
greatly to the overall well-being of our state. In particular, there is an important connection
between transportation and the economy, and we want to make sure our transportation
investments align with our state’s commerce and economic development initiatives.
Along with this, we want to provide excellent customer service and ensure that all our operations
are as efficient as possible. We also want to remain environmentally sensitive and continue
addressing the local concerns of communities across North Carolina while also considering
regional and statewide priorities. To that end, we are working with our partners on all levels to
assess North Carolina’s transportation demands and refine our business practices to better serve the
state’s various interests.
As we look to the future, we will continue to build on this successful foundation as we develop a
25-year vision for transportation in North Carolina and work to identify new solutions to meet our
state’s growing transportation needs.
I firmly believe that any organization’s greatest resource is its human capital, and we are fortunate
to have a skilled and knowledgeable team at NCDOT that is dedicated to serving the people of
North Carolina. We are proud to play a central role in strengthening our state and providing new
opportunities for all North Carolinians.
Sincerely,
Anthony J. Tata
Secretary of Transportation
Safety
We strive for safety throughout our transportation networks as well as in
our work and our daily lives.
Customer Service
We respond to our customers, both internal and external, in an open,
professional and timely manner.
Integrity
We earn and maintain trust by responsibly managing the state’s assets,
acting ethically, and holding ourselves accountable for our actions.
Diversity
We draw strength from our differences and work together in a spirit of
teamwork and mutual respect.
Quality
We pursue excellence in delivering our projects, programs, services and
initiatives.
Connecting people and places safely and efficiently, with accountability and
environmental sensitivity to enhance the economy, health and well-being of
North Carolina.
our
values
our
mision
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North Carolina Department of Transportation North Carolina Department of Transportation
page page
About Our Department.............................................................................................6
Motor Vehicles....................................................................................................... 8
Public Transportation............................................................................................. 8
Ferry....................................................................................................................... 8
Rail......................................................................................................................... 8
Bicycle and Pedestrian............................................................................................ 8
Aviation.................................................................................................................. 8
Highways............................................................................................................... 8
Turnpike................................................................................................................. 9
State Ports Authority.............................................................................................. 9
Global TransPark.................................................................................................... 9
Governor’s Highway Safety Program....................................................................... 9
Investing in Our People............................................................................................ 10
Strategic Thinking.....................................................................................................11
Investing in the Future............................................................................................. 12
Providing Options................................................................................................ 13
Economic Competitiveness................................................................................... 14
Serving North Carolinians......................................................................................16
Customer Focus......................................................................................................18
Alternative Solutions...............................................................................................20
Funding Overview..................................................................................................22
Performance Scorecard............................................................................................26
Future Vision............................................................................................................ 28
SFY 2014 Executive Performance Metrics................................................................ 29
Appendix: Performance Statistics with Trends......................................................... 30
Supporting material, including background information, definitions and rationale on the
performance scorecard, is available at www.ncdot.gov/performance.
Information in this report is based on State Fiscal Year (SFY) 2013, which covers the time period
of July 1, 2012 to June 30, 2013, unless otherwise noted.
table of
contents
6 7
North Carolina Department of Transportation
page page
2nd largest
state-maintained highway system
number of miles of tracks
operated in North Carolina
North Carolinas’s Amtrak
provides 3 roundtrips daily to
Charlotte, Greensboro, Raleigh
and 9 other North Carolina cities
72 publicly owned airports
and nearly 300 privately
owned airports,
heliports and other
landing areas
registered aircraft
licensed pilots
22 ferries that serve 7 routes
9 commercial airports have
regularly scheduled service
transit systems
provide
transportation
options to
residents in all
100 counties
236 offices
serviced by
5 mobile units
8.8 million
vehicles registered
in North Carolina
3,300
7,000
15,000
2nd largest
state-operated
ferry system
and the
largest
on the
East Coast
nearly
15,000 miles
of primary highways
(Interstate, US and NC routes)
nearly
65,000 miles
of secondary roads
about our
Department
The N.C. Department of Transportation (NCDOT) is responsible for
all modes of transportation in North Carolina, including highways, rail,
aviation, ferries, public transit, and bicycle and pedestrian transportation.
It also includes the state’s Division of Motor Vehicles, Turnpike
Authority and the Governor’s Highway Safety Program, which aims to
promote safety awareness and reduce highway crashes and fatalities.
Additionally, NCDOT oversees and helps expand economic growth
opportunities through the N.C. State Ports and N.C. Global TransPark.
The Department’s operations are led by the Secretary of Transportation. A 19-member Board
of Transportation is the Department’s governing body and responsible for overseeing the
transportation policy-making process and monitoring performance of the agency.
NCDOT is a performance-based organization with a strategic, data-driven decision-making
process that is transparent and accountable. This approach ensures that politics do not determine
transportation priorities and aligns the Department’s operations with its overall mission and goals.
MAINST
$4.8 million
saved by taxpayers
through partnership
with 5,000 volunteer
groups to clean
10,000 miles of
state-maintained
roads annually
ADOPT
A
HIGHWAY
more than
13,500 bridges
7.1 million
licensed drivers
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North Carolina Department of Transportation North Carolina Department of Transportation
page page
our divisions
Motor Vehicles
The mission of the Division of Motor Vehicles
is to deliver quality motor vehicle services,
promote highway safety, and furnish timely and
accurate information by providing excellent
customer service, enforcing motor vehicle laws
and maintaining the integrity of official DMV
records.
Public Transportation
The Public Transportation Division was created
in 1974 by the N.C. General Assembly to
foster the development of intercity, urban and
community public transportation for all North
Carolinians. PTD administers federal and
state transportation grant programs, provides
leadership and training opportunities to transit
professionals, makes planning and technical
assistance available to enrich transit services,
and prepares projections to meet future public
transportation needs. Public transportation
systems provide transit options in all 100
counties, providing a safe, cost-effective
and environmentally friendly alternative for
residents who cannot or choose not to drive.
Ferry
The Ferry Division’s mission is to provide
safe, cost-effective and dependable service
for the traveling public. The division operates
seven routes across five separate bodies of
water—the Currituck Sound, Pamlico Sound,
Cape Fear River, Neuse River and Pamlico
River. The division also is capable of activating
an emergency ferry route between the Dare
County mainland and Hatteras Island at
Rodanthe within two to three hours in the
event of a long-term or emergency closure of
N.C. 12. The ferry operations are supported
by a full-service shipyard, dredge, crane barge,
tugboats and other support vessels.
Rail
North Carolina has more than 3,300 miles
of railroad tracks throughout the state
used by both freight and passenger trains,
providing travel options as well as efficient
and environmentally friendly transportation.
The Rail Division works with communities
throughout the state to make rail-highway
crossings safer by installing traffic-control
equipment, and closing and consolidating high-accident
crossings on highways, streets and
bridges.
The state-owned Piedmont passenger train
provides service at stops between Raleigh and
Charlotte three times a day. The state-supported
Carolinian provides service between Charlotte
and Raleigh, and up the East Coast to New York
City.
Bicycle and Pedestrian
The Division of Bicycle and Pedestrian
Transportation is a comprehensive operation
touching all aspects of bicycling and walking
by designing facilities, creating safety
programs, mapping cross-state bicycle routes,
training teachers, sponsoring workshops and
conferences, fostering multi-modal planning,
and integrating bicycling and walking into the
ongoing activities of the Department.
Aviation
The Division of Aviation is responsible for
all aviation functions regarding state system
planning and development, and provides
funding to communities for constructing and
improving airports. Additionally, the division
operates a very active aviation safety and
education program.
Highways
The Department’s highway program is delivered
primarily by the Division of Highways (DOH),
and the Division of Technical Services (DTS).
The DOH comprises central and field-based
functions—including Preconstruction, Safety
and Mobility, Field Support, Asset Management
and Operations—all of which support
delivery of transportation projects statewide.
The DTS supports the delivery of projects
through six key functions: contract standards
and development, contractual services,
Greene
Wilson
Nash
Lenoir Craven
Jones
photogrammetry,
professional services, research
and development, and program
management.
Together, these divisions are
responsible for North Carolina’s
80,000-mile state highway
system, which is the second largest in the
nation in mileage after Texas. The planning,
programming, technical assistance and
engineering for major highway projects are
handled within the central office in Raleigh,
while the 14 transportation divisions, or field
offices, manage project construction. The
divisions also maintain and operate the road
system within their geographical areas and
handle planning and engineering for small
projects.
Turnpike Authority
The mission of the Turnpike Authority is
to supplement the traditional non-toll
transportation system in North Carolina by
accelerating the delivery of roadway projects
using alternative financing options and
facilitating the development, delivery and
operation of an integrated, creative system of
toll roads. It was created in 2002 by the N.C.
General Assembly in response to concerns
about rapid growth, heavy congestion and
dwindling resources.
State Ports
North Carolina’s ports in Wilmington and
Morehead City, plus inland terminals in
Charlotte and the Piedmont Triad at
Greensboro, have the capability and capacity
to serve as competitive alternatives to ports in
neighboring states. Owned and operated by the
Ports Authority, North Carolina’s port system
combines modern facilities and abundant
capacity with the commitment to excel in
service to our customers, without taxpayer
subsidy.
Global TransPark
The N.C. Global TransPark is a 2,500-acre
industrial/airport site situated strategically in
eastern North Carolina. Its on-site Composite
Center is one of the most advanced workforce
development training facilities in the state.
The GTP’s integrated infrastructure and
close proximity to Interstates 40 and 95 and
the state’s two deep water ports make it an
ideal location for a variety of business types,
especially companies involved in the aerospace
sector and logistics.
Governor’s Highway
Safety Program
The Governor’s Highway Safety Program
is dedicated to promoting highway safety
awareness to reduce the number of traffic
crashes and fatalities in the state of North
Carolina through the planning and execution
of safety campaigns.
14 Transportation Divisions
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North Carolina Department of Transportation North Carolina Department of Transportation
page page
investing in
Our People
NCDOT is working to move North Carolinians forward, not
just by helping them travel from Point A to Point B, but by
thinking strategically about the overall direction of our state, and its
current and future needs in all areas.
Transportation is a common thread that connects us all. It not only gets us safely and efficiently
to our daily destinations, but it also makes possible the ongoing success of our people and our
communities. Therefore, a lot of careful thought must go into our decisions to ensure we are
investing in the right way to achieve our long-range vision for the entire state.
In many ways, North Carolina is a state of extremes. While we are fortunate to be home to both
the mountains and the coast and everything in between, the geography, climate and culture of our
state’s regions vary greatly. The needs of our growing urban centers are very different from those of
rural areas that have seen declines in both jobs and population.
Demands on our infrastructure continue to increase while revenue sources are generating fewer
dollars than in the past. We must maximize our existing resources and seek to invest them in a way
that will provide the greatest benefit to North Carolina while balancing the diverse needs of our
local communities.
strategic
Thinking
To that end, NCDOT developed and worked with the N.C. General
Assembly to pass a landmark Strategic Transportation Investments law
establishing the Strategic Mobility Formula, a data-driven approach that
makes better use of existing funds to complete improvements that support
economic growth and quality of life in North Carolina.
The Strategic Mobility Formula provides more efficiency in funding transportation improvements
across our state that will allow us to complete more transportation projects and create more jobs
over the next 10 years by creating a framework that encourages us to think beyond the individual
needs of our communities and work together to achieve a strategic vision for all of North Carolina.
more jobs quality of life
= = number
of
projects
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North Carolina Department of Transportation North Carolina Department of Transportation
page page
investing in
the Future
Over the next 10 years, North Carolina’s population is expected to increase
by 1.3 million people. At the same time, our transportation revenue
sources—motor fuel tax, highway use tax, and DMV fees—will generate
$1.7 billion less than they would have in the past. We expect that this trend
will continue as vehicles become more fuel efficient and people drive less,
buy fewer cars, and are legislatively required to renew their driver licenses
less often.
generated
revenue
population
$1.7
next billion 10 years
1.3
million
Providing Options
Long known as the “Good Roads” state, North Carolina is home to one of
the largest state-maintained highway systems in the nation. However, as our
state’s population increases and demands on our infrastructure continue to
grow, it takes a broad range of transportation options to fully meet North
Carolina’s travel and logistics needs.
Highlights from our FY 2012–13 investments in alternative modes of travel include:
• Increased Rail Ridership and Revenue. According to Amtrak’s 2013 federal fiscal year report,
the state-supported Piedmont and Carolinian trains continue to be among the most rapidly
growing in the Amtrak system. Ridership on the Piedmont service increased by 4.7 percent
to 170,266, and revenue increased 8.1 percent to more than $3.3 million. Similarly, ridership
on the Carolinian increased by 3.6 percent to 317,550, and revenue increased by 6.4 percent
to more than $19.8 million during that same period. This is the fourth consecutive year of
positive growth for both routes.
• Continued Development of WalkBikeNC. This statewide bicycle and pedestrian plan is
the first of its kind in the nation that encompasses elements of economic and health impact
analysis and is based on partnerships with multiple state agencies, including the departments
of Health and Human Services, Commerce, and Environment and Natural Resources. The
goals of the plan are to increase tourism dollars and decrease healthcare cost.
• LYNX Blue Line Extension. Currently under construction, the $1.1 billion LYNX Blue Line
Extension will add nine miles to the state’s first light rail system, expanding it from Charlotte’s
Center City to the University of North Carolina at Charlotte. NCDOT contributed $299
million and worked with partners on the federal and local levels to help make the extension
a reality. The Federal Full Funding Grant Agreement, the final funding piece for the project,
was signed in October 2012. Completion is scheduled for 2017, with ridership on the 18-mile
corridor projected to average 51,000 people per day by 2035.
• Public Transit Investment to Support Fortify Project Efforts. In FY 2012–13, NCDOT
committed to providing $12 million for transit improvements in association with the Fortify
project, which will rebuild 11.5 miles of I-40/440 in Raleigh. Providing additional transit
options for commuters out of Johnston County and other areas into downtown Raleigh is
critical to addressing the traffic impacts of the project and reducing congestion along the
heavily traveled route.
• Shuttle Service during Alligator River Bridge Closure. In April 2013, NCDOT had to close
the Alligator River Bridge on U.S. 64 on the Dare/Tyrrell County line for repairs, necessitating
a 90-mile highway detour during the 13-day closure.
To help those who lived on the Tyrrell County side of the bridge but worked on the Dare
County side, NCDOT worked with the InterCounty Public Transit Authority and Hyde
County Transit to set up shuttle service in the mornings and evenings. Funding from the
Federal Transit Administration’s Job Access Reverse Commute grant program was used to
fund this service, and NCDOT provided the required 50-percent match.
• Aviation Grant Funding. During 2012–13, NCDOT awarded $49.4 million in airport grants,
including $28.5 million in state funds and $20.9 million in federal funds. Commercial and
general aviation airports in North Carolina provide more than $25.9 billion in economic
impact each year and support more than 108,000 jobs.
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North Carolina Department of Transportation North Carolina Department of Transportation
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Case Study: Horsehead Corporation
The Horsehead Corporation’s establishment of a zinc and diversified metals production facility near
Forest City represents one of the largest recent corporate investment projects in North Carolina,
supporting an estimated 250 new jobs in an economically depressed area.
To support this new plant, NCDOT completed a $4 million project to relocate Hicks Grove Road to
provide a new half-mile long access road from U.S. 221 into the new facility. A new, wider bridge
was also constructed over the CSX Railroad to better accommodate heavier vehicles accessing the
new plant.
Funding for the project came from NCDOT, the Appalachian Regional Commission, the Golden Leaf
Foundation and Horsehead Corporation. NCDOT was responsible for the project planning, while
the project was designed by Vaughn and Melton Consulting Engineers and constructed by Devere
Construction Company.
• Repositioning the Global TransPark. NCDOT has also focused on maximizing the resources
the Global TransPark in Kinston offers to meet our state’s vital needs and attract new
businesses by:
• Supporting military logistics with available facilities and infrastructure
• Supporting additional North Carolina exports
• Working with education and economic development partners to support STEM (science,
technology, engineering and math) education and workforce development
• Focusing on aviation-related businesses and increasing airport utilization
• Supporting logistics for existing industry in eastern North Carolina—including expansion
and promotion of the Foreign Trade Zone program.
As of June 30, 2013, the GTP supported 486 private-sector jobs, with employment expected to
top 1,000 by the end of 2016. The average private-sector job at GTP paid $50,400 annually; 17
percent higher than the state average, and the annual private-sector payroll for GTP tenants
was more than $24 million.
• Rail. We have also invested in our rail infrastructure to help improve mobility, connectivity
and economic development across the state. In FY 2012–13, we began construction on projects
as part of the Piedmont Improvement Program, investing $500 million in American Recovery
and Reinvestment Act funds to improve the rail corridor between Raleigh and Charlotte. This
initiative will greatly benefit both passenger and freight rail.
Additionally, we continued to provide valuable support for freight rail and employers
throughout North Carolina through our Rail Industrial Access and Short Line Infrastructure
Assistance programs. Since it began in 1994, 83 grants have been awarded through the Rail
Industrial Access Program (RIAP), which provides funding for rail spurs for new or expanding
industry. These grants total more than $9.3 million and have added more than 6,600 industry
jobs and more than 71,000 industry carloads.
In FY 2012–13, grants were awarded under the RIAP to Pactiv Corporation in Kinston,
Edwards Wood Products in Wadesboro, Wood Fuels NC in Sims, and Chemtex in Clinton.
These grant recipients committed to 154 new jobs and shipping 5,654 rail carloads per year
once the industries are operating.
Along these same lines, the Short Line Infrastructure Assistance Program provides funding
for upgraded and rehabilitated track and structures for short line railroads. Since the program
began in 2004, 74 grants totaling nearly $13 million have been awarded. These grants have
funded improvements to rail infrastructure used by an average of 62 industries annually,
which have employed an average of 7,300 people and shipped 36,000 carloads of freight each
year on the grant recipients’ short line railroads.
In FY 2012–13, track rehabilitation and upgrade improvements were completed under grants
to Atlantic & Western, Wilmington Terminal, Carolina Coastal and Caldwell County short
line railroads.
Economic Competitivenes
Transportation plays an integral role in North Carolina’s ability to attract
and retain business and industry and in furthering the economic growth of
its communities. To fully leverage our existing infrastructure, we want to
ensure that all aspects of our system are aligned and being used to their full
potential to create jobs, meet logistics needs and position North Carolina for
future economic growth.
Some prime examples of this multi-modal integration include:
• Public-Private Partnerships at the State Ports. NCDOT has established three multi-million
dollar agreements at the state ports in Wilmington and Morehead City that will enable North
Carolina to better meet the needs of its key industries.
In February 2013, the Council of State approved a lease agreement for a public-private
partnership to create a new Cold Storage Facility at the Port of Wilmington. This partnership
with USA Investco is expected to provide 100 direct jobs and 200 indirect jobs, and bring an
initial $13 million investment.
In June 2013, the Council of State also approved a lease agreement that allows the North
Carolina State Ports Authority to enter the highly competitive wood pellet industry. The
agreement between the State Ports Authority and Enviva Holdings, a wood pellets supplier
and manufacturer, could allow for construction of a wood pellet export facility at the Port of
Wilmington. This agreement is expected to bring an estimated $2.5 million in annual revenue
and at least $1.25 million in annual operating earnings, along with about 70 new jobs and
at least 80 indirect jobs. A similar agreement was approved at the Port of Morehead City in
October 2013.
Case Study: Sierra Nevada
When Sierra Nevada announced in 2012 that it would build its brewery in the Henderson County
town of Mills River, NCDOT began working closely with the company to solve logistical challenges
associated with constructing and supporting the company’s $107.5 million investment. NCDOT
tailored the infrastructure to meet the needs of both Sierra Nevada and the community. Efforts
included constructing a new entrance road to the brewery complete with bike lanes, a roundabout
that will welcome visitors and trucks, and a traffic signal that will make it easier to access the site.
A Rail Industrial Access grant was also awarded to the company for construction of an unloading
facility where material from rail cars is emptied into trucks for transport to the brewery.
The road work is perhaps the most visible example of how the state’s transportation infrastructure
played a key role in supporting one of western North Carolina’s largest economic development
projects, but the Port of Wilmington facilitated another critical part of the project—getting the
brewery equipment to the site in Mills River. The Port of Wilmington received multiple shipments of
tanks and other brewery components, which were then transported to Henderson County.
Additional equipment was received at a South Carolina port and shipped up Interstate 26 into North
Carolina. This equipment included large fermentation vessels measuring 80 feet long and 14 feet
wide, which required special accommodation to transport. NCDOT led the effort to truck the vessels
through North Carolina, temporarily closing roads and lifting light and power poles out of the way.
16 17
North Carolina Department of Transportation North Carolina Department of Transportation
page page
serving
North Carolinians
NCDOT is dedicated to serving travelers throughout North Carolina
by providing modern transportation infrastructure, cutting-edge
communication about our operations and activities, and services
that enhance safety and improve quality of life.
North Carolina’s rail
system carried 487,816
passengers. Ridership
increased by 4.7% on the
Piedmont and 3.6% on
the Carolinian.
License and Theft
recovered 708 stolen
vehicles valued at more
than $6.4 million.
More than 9,600 driver
licenses, ID cards and
motorcycle permits
issued daily.
Motorists travel more than
1 billion vehicle miles in
North Carolina annually.
North Carolina’s 99
public transportation
systems served 77
million passengers
across the state.
The state’s ferries carried
nearly 2 million passengers.
ncdot.gov
received approximately
43.5 million views
Engagement is an
important part of serving
the people of North
Carolina. NCDOT
created and actively uses
Twitter feeds to provide
information regarding
NCDOT activities to more
than 48,021 followers.
The Department hosts
seven Facebook pages
with more than 18,656
followers.
NCDOT’s Flickr site,
featuring photos of
Department events and
activities, had a total of
more than 5.1 million
views at the end of the year.
NCDOT’s new social
media pages, Pinterest
and Instagram, have
359 and 519 followers
respectively.
The Department’s
YouTube site had more
than 161,362 views
during the fiscal year.
More than 800,000 calls were made
to North Carolina’s “511” telephone
traveler information system to access
real-time statewide travel information.
18 19
North Carolina Department of Transportation North Carolina Department of Transportation
page page
customer
FOCUS
As we make investments in our infrastructure, we recognize that the heart
of our mission is serving the people of North Carolina and are working to
maintain a customer-centered focus in all we do.
From offering extended hours at DMV offices across the state to working around-the-clock to keep
our highways safe and passable in the wake of hurricanes, heavy rains and winter weather, NCDOT
is committed to providing the highest possible level of service to customers across the state who
rely on our infrastructure daily.
DMV Reform
Improving customer service at the state’s Division of Motor Vehicles continues to be a top priority
of the Department.
NCDMV began offering extended evening and Saturday hours at a handful of driver license offices
across the state in February and they are now available at 19 offices throughout North Carolina.
More than 7,300 transactions were conducted during extended hours through the end of June, and
more than 85 percent of the population statewide is now within a 30-mile radius of DMV extended
hours services.
DMV also worked to launch a number of other major initiatives during FY 2012–13 including:
• “Tag and Tax Together,” which combines payment of vehicle property taxes with vehicle
registration renewals.
• A partnership with Ft. Bragg and Johnston Community College to begin providing
Commercial Driver License courses on post at Ft. Bragg at reduced rates for current service
members and their spouses. Additionally, House Bill 322 now allows DMV to waive the CDL
skills test for veterans who have passed the military skills test.
Weather-Related Recovery and Emergency Response Efforts
N.C. 12 along Hatteras Island was battered in Fall 2012 by Hurricane Sandy and back-to-back
Nor’easters. Emergency ferry service was immediately implemented, and temporary four-wheel
drive access was established to provide residents vital connections to jobs and medical care until
this lifeline was restored just in time for Christmas. We also created a Facebook page to help
provide citizens real-time information regarding travel to and from the island.
Additionally, significant rainfall led to flood and slide damage statewide early in 2013. Nearly
all 100 counties had roadways affected, but the hardest hit area was in the mountains, where 11
counties had more than 244 sites with damage in January and May combined. Division personnel
worked to reopen roads quickly.
20
North Carolina Department of Transportation
page
alternative
solutions
While the efficiencies we have already implemented help our existing
resources go further, they are not a true solution to the growing
transportation funding gap faced by our state. In fact, there is no single
answer—but, rather, we must continue utilizing a wide range of tools
available to help meet our state’s needs.
Alternative financing such as tolls, Grant Anticipation Revenue Vehicles (GARVEE bonds), and
public-private partnerships, as well as alternative delivery methods such as design-build that allow
us to complete projects more efficiently, continue to be part of the equation.
• GARVEE bonds allow NCDOT to borrow against future federal funding to pay for
improvements of statewide significance, helping complete projects sooner and reducing
inflation-related costs. To date, the Department has realized net inflation-related savings of
$540 million.
• Public-Private Partnerships, such as those being established at the state ports and through
programs like Sponsor-A-Highway, help supplement taxpayer dollars and provide valuable
opportunities to partner with the private sector on transportation improvements.
• Design-build allows a single team to be responsible for the simultaneous design and
construction of a project. This method not only expedites completion time, but often results
in cost savings due to project innovations and avoidance of inflation-related costs. Low bids
received on design-build projects to date are about 8.7 percent below NCDOT’s total estimates,
and innovations have cut an average of three to six years off project completion times.
• Express Design-Build stems from the success of design-build and allows the Department to
expedite the contracts for small bridge replacements, accelerating many of the projects by as
much as two years. NCDOT has replaced nearly 300 bridges using express design-build since
March 2012. The program has received good reviews by industry partners and other states
around the country.
• Through the State-Funded Bridge Improvement Program we are investing more state funding
in our bridges to help improve their condition. Through this program, the largest of its kind
in state history, NCDOT is investing $810 million over four years to not only replace, but also
strategically preserve or rehabilitate, existing bridges to help extend their lifespan and stretch
existing resources further.
• NCDOT implemented toll transponder interoperability with E-ZPass®, which allows drivers
with an NC Quick Pass® or E-ZPass® to use their prepaid electronic toll collection account in
15 states. North Carolina is the first state in the nation to implement this interoperability.
The N.C. General Asembly approved a
$450 million investment in bridges
for fy 2012 and 2013, which resulted in:
North Carolina Department of Transportation
improvements to more than
790 bridges
270 fewer
structurally deficient bridges
improved Bridge Health Index for
570 bridges
that were previously rated as “poor”
312 fewer bridges
with weight restrictions
Based on this success, the N.C. General Assembly
approved an additional $360 million in the
2014–2015 budget to continue the
program over the next two years.
21
page
22
North Carolina Department of Transportation
page
funding
overview
NCDOT has an annual operating budget of about $4 billion, with dedicated
revenue sources that fund its operations. The three primary sources are the
Highway Fund, the Highway Trust Fund and federal funds.
North Carolina Department of Transportation
State $3,070,749,116
Federal 1,111,736,910
Federal Stimulus 64,253,645
Local 40,710,154
Grants 86,374,176
Debt—GARVEE 58,047,991
Debt—NCTA 76,495,267
Toll Rev./Int. 10,416,388
Total $4,518,783,647
Forecast $4,629,066,111
Variance % -2.4%
Note: NCTA=N.C. Turnpike Authority
Construction $2,096,838,249
Construction—Stimulus 19,940,009
Construction—NCTA 95,283,972
Maintenance 1,137,658,873
Transit & Other Modal 211,300,925
Transit—Stimulus 11,806,009
Rail—Stimulus 38,565,766
Debt Service 162,033,333
Finance Cost—NCTA 80,027,377
Administration 231,877,929
Transfers 285,310,234
(General Fund $27,595,861)
(Highway Patrol 196,209,049)
(Public Instruction 26,330,000)
(Other Agencies 35,175,324)
State Aid Municipalities 142,804,499
Other Programs 24,557,766
Total $4,538,004,941
Forecast $4,585,058,617
Variance % -1.0%
Note: NCTA=N.C. Turnpike Authority
revenue by major funding sources expenditures by major categories
25%
Highway trust
fund
46%
highway fund
28%
Federal funds
1%
Other
71.9%
external payments
16.3%
dot labor
(internal costs)
7.0%
transfers to
other agencies
4.8%
debt service
23
page
Purchasing Power of NCDOT Highway Construction Dollars
-8%
-26%
-33%
-47%
-52% -52%
-34%
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q4 Q1 Q2
2010 2011 2013
Q1 Q2 Q3
2003 2004 2005 2006 2007 2008 2009 2012
-42%
-51%
Construction Contracts 39%
Grants to Other Entities 10%
Right-of-Way Purchases 7%
Vendor Payments 4%
Professional Engineering
& Consultant Contracts 4%
Equipment Purchases 3%
Material Purchases 3%
Miscellaneous Service Contracts 2%
24 25
North Carolina Department of Transportation
page
measuring
Our Performance
As part of our continuous efforts to operate more efficiently, NCDOT
measures its performance based on expected results to be more transparent
and more accountable for what we promise. Performance accountability
starts at the top of our organization and cascades down to all employees. All
functions within the agency must work together efficiently and effectively
to ensure our programs, projects and services are delivered on schedule and
within budget. We have identified 27 key performance measures to gauge
our success in meeting our five organizational goals.
In State Fiscal Year 2012–13, we met or exceeded 19 measures and did not meet six. We did not
have results for two of these measures. Our Performance Scorecard reports the results in each
area as compared to numerical performance targets. Included with each section is an explanation
of where we did not meet annual expectations, why we did not, and what we are doing as a
Department to improve performance in these areas. If results are not achieved, the appropriate
agency head is expected to identify causes and improve results. Our detailed performance metrics
for SFY 12–13 are included at the back of this report in the appendix. Additionally, our web-based
Performance Dashboard is continually updated to display the most recent results of our
organizational performance. Both the Dashboard and performance measures can be found on our
website at ncdot.gov/performance.
North Carolina Department of Transportation page Make our
transportation
network safer
Make our
transportation
network move
people and goods
more efficiently
Make our
infrastructure
last longer
Make our
organization
a place that
works well
Make our
organization
a great place
to work
Performance
Accountability
Transparency
26 27
North Carolina Department of Transportation North Carolina Department of Transportation
page page
Safety: Make our
transportation
network safer
Mobility: Make
our transportation
network move
people and goods
more efficiently
Infrastructure
Health: Make our
infrastructure
last longer
SFY2013
Goal Target
Statewide network crash rate1
Percentage of surveyed North Carolina drivers using a
safety belt2
Defined Performance Measure
Average statewide accident clearance time
Travel time index for surveyed interstates5
Percentage of planned ferry runs completed as
scheduled
Percentage of planned passenger trains arriving on
schedule (Carolinian and Piedmont only)
Percentage change in public transit ridership7
Percentage change in Ports Authority cargo movements
(bulk and breakbulk cargo only)7
Percentage of bridges rated in good condition6
Percentage of pavement miles rated in good condition2
Average highway feature condition scores (excluding
pavement and bridges)2
Average rest area condition scores
234 or less
90.0% or greater
66.2%
68.9%
89.7
97
61 min.
0.98
97%
58.4%
5%
new measure
64.9%
68.7%
89.7
95
SFY2013
Result
70 min. or less
1.04 or less
95.0% or greater
80% or greater
+5% or greater
+5% or greater
237
88.6%
Met or Exceeded Target Within 5% of Target Below Target
SFY2012
Result
230
87.5%8
62 minutes
0.98
97.3%
59%
1%
10%
65.0% or greater
70.0% or greater
84 or greater
90 or greater
Make our
organization a
place that
works well
Percentage of work program projects on schedule3
a. Percentage of centrally-managed STIP projects let on
schedule
b. Percentage of division-managed STIP projects let on
schedule
c. Percentage of municipal- and locally-managed STIP
projects let on schedule
Percentage of division-managed non-STIP projects on
schedule4
Percentage of construction projects completed on schedule
Total budget overrun for completed construction projects
Percentage of NCDOT’s total budget expended on external
goods, materials, services, debt and transfers4
Percentage of the overall budget for administrative costs
Percentage of the total program budget paid to minority-and
women-owned businesses
Average customer wait time at DMV facilities that track
transactions
Average statewide environmental compliance score on
construction and maintenance projects
Percentage of surveyed customers satisfied with
transportation services in North Carolina2
75%
new measure
85%
-2%
new measure
5.5%
12.3%
25 min.
8.7
new measure
85% or greater
85% or greater
85% or greater
5% or less
80% or greater
7.6% or less
10.7% or greater
24 min. or less
7.5 or greater
75% or greater
76.1%
84%
72%
70%
71.2%
88.7%
-1.7%
84%
5.3%
13.5%
data unavailable*
8.7
data unavailable*
Make our
organization
a great place
to work
Percentage of employees retained after three years4
Employee safety index
new measure
4.84
98.1%
4.27
1 The crash rate is measured by dividing the crash count and fatality count by 100 million vehicle miles traveled.
2 The performance measure and result are based on a standing survey or periodic assessment and not based on the state fiscal year;
therefore it is considered “static” and is assumed to have no change since the most recent result was published. Current NCDOT systems
only track the result annually or biennually.
3 The result only evaluates STIP projects that are on the Work Program delivery list downloaded from the project schedule management
tool (STaRS) on July 1, 2012. Performance results are adjusted to include projects that are added or advanced in the program.
4 The performance measure was first introduced this fiscal year and not tracked in prior years on the Performance Scorecard.
5 The result is a 12-month moving average (July 2012–June 2013) and excludes the hours of 10:00 p.m. to 6:00 a.m.
6 The result is an actual summary of active bridge condition ratings as of July 2, 2013.
7 The percentage change is compared to the quarterly results one year prior.
8 Due to calculation errors in 2012, the published result was incorrect and has been adjusted.
* Data that is unavailable is due to absent or incomplete information that limits the ability to provide an accurate result.
90% or greater
6.16 or less
performance
scorecard
What are we doing to improve?
Percentage of planned passenger trains arriving on schedule (Carolinian and Piedmont only)
A number of projects are underway as part of the Piedmont Improvement Program, or PIP, that will add parallel
tracks where passenger and freight trains now share a single track along the Raleigh to Charlotte corridor. These
improvements, along with the construction of highway/railroad bridges, will improve reliability and on-time
performance.
Percentage change in public transit ridership7
While there was an increase in ridership in FY ‘13 from FY ‘12, it was not as large as anticipated. This can be
attributed to a number of factors, including lower gasoline prices and unemployment rates, the elimination
of the GoPass program for state employees in the Triangle, and route adjustments or fare increases on some
systems to meet reduced budgets or increased operating costs. We continue to work in partnership with
municipalities on various Transportation Demand Management programs designed to reduce congestion by
educating and motivating commuters to explore various forms of public transit. These programs have resulted in
a 25.9 percent reduction in the projected growth of commuter vehicle miles traveled from 2009 through 2013.
What are we doing to improve?
Percentage of work program projects on schedule3
The State Transportation Improvement Program (STIP) delivery result continues to improve annually, increasing
12 percent since FY ‘09. The Department continues to look for process efficiencies to meet our target delivery
rate. We also have made improvements to our project management system to make it more efficient for our
engineers to manage project activities and schedules.
Percentage of division-managed non-STIP projects on schedule
This is the first full year that NCDOT has implemented a project management system for these smaller, division-let
projects. This result is anticipated to improve as division personnel grows more accustomed to the system.
SFY2013
Goal Defined Performance Measure Target
SFY2013
Result
SFY2012
Result
28 29
North Carolina Department of Transportation North Carolina Department of Transportation
page page
*Performance measure is based on a standing survey or assessment and not tracked quarterly.
Goal Defined Performance Measure: SFY 2014 Target
Make our
transportation
network safer
233 or less
1.39 or less
90% or greater
Statewide network crash rate
Statewide network fatality rate
Percentage of surveyed North Carolina drivers using a safety belt*
Make our
transportation
network move
people and goods
more efficiently
70 min. or less
1.02 or less
95% or greater
80% or greater
+5% or greater
+5% or greater
Average statewide accident clearance time
Travel time index for surveyed interstates
Percentage of planned ferry runs completed as scheduled
Percentage of planned passenger trains arriving on schedule
(Carolinian and Piedmont only)
Percentage change in public transit ridership*
Percentage change in Port Authority cargo movements
(bulk and breakbulk cargo only)
Make our
infrastructure
last longer
Percentage of bridges rated in good condition
Percentage of pavement miles rated in good condition*
Average highway feature condition score (excluding pavement
and bridges)*
Average rest area condition score
65% or greater
70% or greater
84 or greater
90 or greater
Make our
organization a
place that
works well
Percentage of work program projects on schedule (STIP only)
a. Percentage of centrally managed STIP projects let on schedule
b. Percentage of division-managed STIP projects let on schedule
c. Percentage of municipal-and locally managed STIP projects let on
schedule
Percentage of division-managed non-STIP projects on schedule
Percentage of construction projects completed on schedule
Total budget overrun for completed construction projects
Percentage of NCDOT’s total budget expended on external goods,
materials, services, debt and transfers
Percentage of the overall budget for administrative costs
Percentage of the total program budget paid to minority- and women-owned
businesses
Average customer wait time at DMV facilities that track transactions
Average statewide environmental compliance score on construction
and maintenance projects
Percentage of surveyed customers satisfied with transportation services
in North Carolina*
85% or greater
85% or greater
85% or greater
5% or less
80% or greater
7.6% or less
12.1% or greater
24 min. or less
7.5 or greater
75% or greater
Make our
organization
a great place
to work
Percentage of employees retained after three years
Employee engagement survey score*
Employee safety index
90% or greater
5.25 or greater
6.16 or less
future
Vision
With the Strategic Mobility Formula laying the groundwork for our
future, we are now developing our vision for transportation throughout
the state for the next 25 years, which will allow us to fully implement our
strategic direction for North Carolina and ensure we are leveraging our
infrastructure to support job creation and economic development for
decades to come.
Together, we are making a difference for North Carolina as our state’s story continues to unfold.
While we face significant challenges ahead, with the right investments, we can meet these
challenges head on and continue to move our state forward in all areas of life.
2014 executive performance
metrics
30 31
North Carolina Department of Transportation North Carolina Department of Transportation
page page
appendix
In addition to the Performance Scorecard on page 26, NCDOT maintains
and tracks hundreds of various key performance measures and level of
service indicators that influence the Department’s ability to move people
and goods and provide an improved level of service to our citizens.
The detailed results of these key measures are monitored by management on an on-going basis,
reported periodically throughout the year as well as annually in the following pages of this report.
When applicable, historical data and color indicators are included to illustrate increased and
decreased results, which can fluctuate from year to year due to a number of variables.
The following tables and charts provide a more detailed view of several key performance measures
maintained regularly by Department analysts and experts. Additional information and more up-to-date
results are available at ncdot.gov/performance.
Highway Performance Profile: Infrastructure Health Condition Scores
(55–65%=yellow)
2012 Pavement Conditions* 2013
Bridge
Statewide Tier Conditions
(70–85%=yellow)
Regional Tier
(65–80%=yellow)
Subregional Tier
Color Legend (60–75%=yellow)
Division
1 58.7% 65.3% 63.7% 56.3%
2 81.8% 49.3% 62.2% 71.2%
3 64.6% 54.5% 68.5% 58.1%
4 71.8% 54.9% 76.5% 70.9%
5 82.8% 71.1% 67.1% 75.0%
6 81.0% 65.5% 83.1% 59.3%
7 74.1% 54.2% 68.9% 59.3%
8 81.7% 68.8% 74.6% 64.5%
9 72.9% 77.4% 68.9% 68.0%
10 61.2% 59.3% 68.3% 72.6%
11 77.0% 61.0% 64.0% 60.1%
12 71.6% 61.5% 68.2% 69.2%
13 87.9% 78.0% 69.8% 61.6%
14 68.0% 60.1% 60.3% 62.2%
Statewide 73.5% 62.5% 69.3% 64.9%
Notes:
* Pavement Conditions and Roadside Features are currently produced biennually. These conditions will be reevaluated in 2014.
° Pavement Condition is defined as the percentage of pavement miles in good condition.
° Bridge Condition is defined as the percentage of bridges in good condition.
° Roadside Features is defined as a composite score from 1–100 with 100 being the best.
° For counties included in each division, please see map on page 9.
2012*
Roadside
Features Index
(80–84=yellow)
86.1
90.0
86.9
90.6
89.1
87.5
87.7
91.3
91.4
89.0
90.0
89.5
91.1
89.5
89.7
32 33
North Carolina Department of Transportation North Carolina Department of Transportation
page page
Notes:
° *5YrAvg is for FY08–FY12
° **FY13 VMT is calculated by using the most current published VMT data from the Transportation Planning Branch
that is available at the time the statistics are compiled.
° FY VMT, which is used to determine the 5YrAvg VMT, is calculated by using 50% of the VMT for each calendar year.
° VMT=vehicle miles traveled
° MVMT=million vehicle miles traveled
° For counties included in each division, please see map on page 9.
Note:
° Data includes all Amtrak passengers whose trip originates or ends in North Carolina.
Highway Performance Profile: Highway Safety Rates
VMT
(per 100 MVMT)
Crash Rates
Total Crashes (per 100 MVMT) Total Fatalities
Fatality Rates
(per 100 MVMT) Total Injuries
Injury Rates
(per 100 MVMT)
Trend is down (FY13 compared to 5-year average)
Trend is statistically even (+/- 2.5%)
Trend is up (FY13 compared to 5-year average)
Division 5YrAvg* FY 13** 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13
1 31.88 30.56 5,809 5,757 182.22 188.36 50 47 1.56 1.54 2,567 2,256 80.53 73.81
2 49.13 49.37 11,794 13,266 240.05 268.73 77 78 1.56 1.58 5,740 5,722 116.84 115.91
3 70.29 72.21 16,469 17,136 234.28 237.32 116 111 1.65 1.54 7,661 6,895 108.98 95.49
4 69.19 68.29 14,821 15,405 214.19 225.57 111 108 1.61 1.58 7,064 6,967 102.09 102.02
5 144.15 150.53 39,976 43,354 277.33 288.02 130 136 0.90 0.90 14,468 15,340 100.37 101.91
6 71.81 71.67 18,067 17,063 251.60 238.07 159 165 2.22 2.30 9,729 8,449 135.48 117.88
7 97.05 99.32 20,618 21,896 212.45 220.46 111 90 1.14 0.91 10,430 10,887 107.47 109.61
8 51.72 52.02 11,311 11,611 218.71 223.20 93 83 1.80 1.60 5,460 5,239 105.57 100.71
9 80.17 80.75 16,736 16,821 208.75 208.30 100 104 1.25 1.29 7,728 7,260 96.39 89.90
10 146.45 153.34 36,876 40,249 251.79 262.48 130 126 0.89 0.82 18,214 20,879 124.37 136.16
11 39.94 39.38 8,453 7,896 211.64 200.50 64 59 1.61 1.50 3,897 3,403 97.57 86.41
12 79.60 78.43 17,390 18,119 218.48 231.02 101 77 1.27 0.98 9,104 8,773 114.37 111.85
13 54.96 54.45 10,533 11,171 191.66 205.18 65 58 1.19 1.07 5,437 5,130 98.94 94.22
14 42.07 41.59 6,915 6,728 164.35 161.76 56 49 1.33 1.18 3,274 2,891 77.83 69.51
Statewide 1,028.41 1,041.92 235,768 246,472 229.25 236.56 1,364 1,291 1.33 1.24 110,773 110,091 107.71 105.66
Rail Performance Profile: Ridership Statistics
SFY Quarter
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Annual Total
Results compared to 5-year average have increased 10% or more
Results compared to 5-year average have increased between 0% and 10%
Results compared to 5-year average have declined
SFY 2011
215,865
245,816
198,237
232,820
892,738
SFY 2012
211,159
250,270
204,272
236,634
902,335
SFY 2010
174,255
197,132
163,491
214,663
749,541
SFY 2009
180,946
198,649
140,211
175,480
695,286
SFY 2013
232,227
257,654
222,722
231,477
944,080
5YrAvg
202,890
229,904
185,787
218,215
836,796
Public Transit Performance Profile: Ridership Statistics
SFY
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
% Change
2.06%
3.96%
3.44%
6.56%
1.42%
8.71%
9.13%
-0.29%
6.45%
5.49%
0.64%
Difference
from Year Prior
1,000,000
2,000,000
1,800,000
3,672,623
808,818
5,418,559
6,252,104
-200,318
4,705,867
4,234,220
497,256
Total
48,500,000
50,500,000
52,300,000
55,972,623
56,781,441
62,200,000
68,452,104
68,251,786
72,957,653
77,191,873
77,689,129
34 35
North Carolina Department of Transportation North Carolina Department of Transportation
page
Note:
° *5YrAvg includes the preceding 5 years of data
SFY 2010 SFY 2011
Ferry Performance Profile: Ridership Statistics
Ferry Route
Southport to Fort Fisher
Cherry Branch to Minnesott
Cedar Island to Ocracoke
Ocracoke to Cedar Island
Pamlico River
Swan Quarter to Ocracoke
Ocracoke to Swan Quarter
Hatteras Inlet
Currituck
Summary
SFY 2013*
% change was positive compared to 5-year average
% change was 0 to -7.99% compared to 5-year average
% was greater than or equal to -8% compared to 5-year average
SFY 2012
Vehicles
Transported
180,072
231,948
30,660
30,012
69,750
18,355
17,940
264,508
23,593
866,838
Passengers
Transported
478,249
409,685
73,707
72,052
94,163
42,217
39,454
703,309
72,862
1,985,698
Vehicles
Transported
167,773
229,270
32,354
32,091
67,416
11,936
11,783
339,013
25,033
916,669
Passengers
Transported
455,668
403,984
77,672
77,250
100,252
27,719
25,326
875,257
78,374
2,121,502
Passengers
Transported
426,973
453,043
84,604
82,308
124,994
29,314
28,803
869,139
85,255
2,184,433
Vehicles
Transported
154,318
260,134
34,235
33,303
80,211
12,908
12,298
328,324
27,773
943,504
Vehicles
Transported
175,168
249,945
32,725
32,700
70,493
12,722
13,259
324,340
26,312
937,664
Passengers
Transported
476,646
432,991
79,324
78,601
101,850
29,777
29,595
859,343
84,359
2,172,486
SFY 2009
Vehicles
Transported
183,223
214,114
28,054
26,753
66,125
17,245
17,058
260,248
21,805
834,625
Passengers
Transported
485,424
381,591
66,426
64,911
90,103
37,835
36,434
697,149
63,227
1,923,100
Note:
*In SFY13 ferry operations were impacted due to Hurricane Sandy and other weather-related storm events.
Motor Vehicles Performance Profile: Driver Statistics
Performance Element
Licensed Drivers
Registered Vehicles
Titles Processed
Plates/Stickers Requested
Internet Renewals
Graduated Licenses Issued
Learner’s Permits Issued
Duplicate Licenses Issued
Renewals Issued
Original Licenses Issued
Results compared to 5-year average have increased
Results compared to 5-year average have stayed the same or declined less than 10%
Results compared to 5-year average have declined by greater than 10%
SFY 2011
5,973,646
8,650,028
2,143,906
8,883,540
1,646,496
210,038
59,766
595,978
974,235
280,363
SFY 2012
6,934,427
8,700,000
2,566,580
7,159,592
1,628,284
213,066
89,822
639,475
754,941
307,428
SFY 2013
7,100,000
8,800,000
2,248,516
8,957,212
1,673,929
210,074
87,544
698,284
490,825
314,825
SFY 2008
6,650,610
8,545,254
2,777,000
9,252,294
1,389,207
192,627
93,156
763,692
953,693
348,291
SFY 2009
6,700,342
8,451,048
2,373,050
9,163,348
1,530,019
191,191
88,037
711,290
888,700
304,643
SFY 2010
6,800,191
8,212,407
2,343,929
8,749,229
1,567,438
206,498
57,267
620,153
957,550
276,008
5YrAvg*
6,611,843
8,511,747
2,440,893
8,641,601
1,552,289
202,684
77,610
666,118
905,824
303,347
SFY 2008 SFY 2009 SFY 2010 SFY 2011 SFY 2012
Division
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Statewide
Bicycle
1.4
1.6
2.2
1.4
1.6
2.0
2.0
0.8
1.4
1.4
0.8
0.8
0.6
0.0
18.0
Ped.
6.2
8.6
15.2
11.6
19.2
22.6
12.8
8.2
11.2
23.6
2.0
12.8
7.4
2.6
164.0
Comb.
7.6
10.2
17.4
13.0
20.8
24.6
14.8
9.0
12.6
25.0
2.8
13.6
8.0
2.6
182.0
Bicycle and Pedestrian Performance Profile: Fatalities
5YrAvg*
Trend is down (FY13 compared to 5-year average)
Trend is statistically even (+/- 2.5%)
Trend is up (FY13 compared to 5-year average)
SFY 2013
Ped.
8
9
15
14
28
19
20
11
16
20
2
18
6
4
190
Bicycle
0
1
2
0
3
2
1
0
0
2
0
0
1
0
12
Bicycle
3
2
4
2
1
0
2
1
2
1
0
4
1
0
23
Ped.
6
12
17
6
15
18
16
9
9
14
4
8
6
5
145
Bicycle
1
2
0
1
2
4
2
0
1
2
2
0
0
0
17
Ped.
3
6
20
15
13
30
10
5
8
22
2
16
7
1
158
Bicycle
1
1
4
3
2
2
1
1
2
2
0
0
1
0
20
Ped.
5
6
11
14
16
25
9
10
10
26
2
11
6
1
152
Bicycle
2
2
1
1
0
2
4
2
2
0
2
0
0
0
18
Ped.
9
10
13
9
24
21
9
6
13
36
0
11
12
2
175
Comb.
14
12
24
21
24
31
20
11
15
29
3
15
5
5
229
Bicycle
3
2
6
0
3
5
2
2
0
1
0
0
0
0
24
Ped.
11
10
18
21
21
26
18
9
15
28
3
15
5
5
205
Note:
° For counties included in each division, please see map on page 9.
° *5YrAvg includes SFY08–SFY12
page
36
North Carolina Department of Transportation
page
North Carolina Department of Transportation
1 South Wilmington Street
Raleigh, NC 27601
ncdot.gov
Communications Office
Phone: (919) 707-2660

1
North Carolina Department of Transportation
page
2013annual report
performance
2 3
North Carolina Department of Transportation North Carolina Department of Transportation
page page
message from the
Secretary
Dear North Carolinian:
As detailed in the following report, State Fiscal Year 2012–2013 was a landmark year for
transportation in North Carolina.
Most notably, Gov. Pat McCrory signed into law House Bill 817, entitled “Strategic Transportation
Investments,” which provides more efficiency in how we fund transportation projects to help
us better meet the changing needs of our state. This legislation was passed in record time by an
overwhelming bipartisan majority. We are extremely pleased with the success of these efforts and
the difference they will make for North Carolinians.
Transportation touches on nearly every aspect of daily life in North Carolina and contributes
greatly to the overall well-being of our state. In particular, there is an important connection
between transportation and the economy, and we want to make sure our transportation
investments align with our state’s commerce and economic development initiatives.
Along with this, we want to provide excellent customer service and ensure that all our operations
are as efficient as possible. We also want to remain environmentally sensitive and continue
addressing the local concerns of communities across North Carolina while also considering
regional and statewide priorities. To that end, we are working with our partners on all levels to
assess North Carolina’s transportation demands and refine our business practices to better serve the
state’s various interests.
As we look to the future, we will continue to build on this successful foundation as we develop a
25-year vision for transportation in North Carolina and work to identify new solutions to meet our
state’s growing transportation needs.
I firmly believe that any organization’s greatest resource is its human capital, and we are fortunate
to have a skilled and knowledgeable team at NCDOT that is dedicated to serving the people of
North Carolina. We are proud to play a central role in strengthening our state and providing new
opportunities for all North Carolinians.
Sincerely,
Anthony J. Tata
Secretary of Transportation
Safety
We strive for safety throughout our transportation networks as well as in
our work and our daily lives.
Customer Service
We respond to our customers, both internal and external, in an open,
professional and timely manner.
Integrity
We earn and maintain trust by responsibly managing the state’s assets,
acting ethically, and holding ourselves accountable for our actions.
Diversity
We draw strength from our differences and work together in a spirit of
teamwork and mutual respect.
Quality
We pursue excellence in delivering our projects, programs, services and
initiatives.
Connecting people and places safely and efficiently, with accountability and
environmental sensitivity to enhance the economy, health and well-being of
North Carolina.
our
values
our
mision
4 5
North Carolina Department of Transportation North Carolina Department of Transportation
page page
About Our Department.............................................................................................6
Motor Vehicles....................................................................................................... 8
Public Transportation............................................................................................. 8
Ferry....................................................................................................................... 8
Rail......................................................................................................................... 8
Bicycle and Pedestrian............................................................................................ 8
Aviation.................................................................................................................. 8
Highways............................................................................................................... 8
Turnpike................................................................................................................. 9
State Ports Authority.............................................................................................. 9
Global TransPark.................................................................................................... 9
Governor’s Highway Safety Program....................................................................... 9
Investing in Our People............................................................................................ 10
Strategic Thinking.....................................................................................................11
Investing in the Future............................................................................................. 12
Providing Options................................................................................................ 13
Economic Competitiveness................................................................................... 14
Serving North Carolinians......................................................................................16
Customer Focus......................................................................................................18
Alternative Solutions...............................................................................................20
Funding Overview..................................................................................................22
Performance Scorecard............................................................................................26
Future Vision............................................................................................................ 28
SFY 2014 Executive Performance Metrics................................................................ 29
Appendix: Performance Statistics with Trends......................................................... 30
Supporting material, including background information, definitions and rationale on the
performance scorecard, is available at www.ncdot.gov/performance.
Information in this report is based on State Fiscal Year (SFY) 2013, which covers the time period
of July 1, 2012 to June 30, 2013, unless otherwise noted.
table of
contents
6 7
North Carolina Department of Transportation
page page
2nd largest
state-maintained highway system
number of miles of tracks
operated in North Carolina
North Carolinas’s Amtrak
provides 3 roundtrips daily to
Charlotte, Greensboro, Raleigh
and 9 other North Carolina cities
72 publicly owned airports
and nearly 300 privately
owned airports,
heliports and other
landing areas
registered aircraft
licensed pilots
22 ferries that serve 7 routes
9 commercial airports have
regularly scheduled service
transit systems
provide
transportation
options to
residents in all
100 counties
236 offices
serviced by
5 mobile units
8.8 million
vehicles registered
in North Carolina
3,300
7,000
15,000
2nd largest
state-operated
ferry system
and the
largest
on the
East Coast
nearly
15,000 miles
of primary highways
(Interstate, US and NC routes)
nearly
65,000 miles
of secondary roads
about our
Department
The N.C. Department of Transportation (NCDOT) is responsible for
all modes of transportation in North Carolina, including highways, rail,
aviation, ferries, public transit, and bicycle and pedestrian transportation.
It also includes the state’s Division of Motor Vehicles, Turnpike
Authority and the Governor’s Highway Safety Program, which aims to
promote safety awareness and reduce highway crashes and fatalities.
Additionally, NCDOT oversees and helps expand economic growth
opportunities through the N.C. State Ports and N.C. Global TransPark.
The Department’s operations are led by the Secretary of Transportation. A 19-member Board
of Transportation is the Department’s governing body and responsible for overseeing the
transportation policy-making process and monitoring performance of the agency.
NCDOT is a performance-based organization with a strategic, data-driven decision-making
process that is transparent and accountable. This approach ensures that politics do not determine
transportation priorities and aligns the Department’s operations with its overall mission and goals.
MAINST
$4.8 million
saved by taxpayers
through partnership
with 5,000 volunteer
groups to clean
10,000 miles of
state-maintained
roads annually
ADOPT
A
HIGHWAY
more than
13,500 bridges
7.1 million
licensed drivers
8 9
North Carolina Department of Transportation North Carolina Department of Transportation
page page
our divisions
Motor Vehicles
The mission of the Division of Motor Vehicles
is to deliver quality motor vehicle services,
promote highway safety, and furnish timely and
accurate information by providing excellent
customer service, enforcing motor vehicle laws
and maintaining the integrity of official DMV
records.
Public Transportation
The Public Transportation Division was created
in 1974 by the N.C. General Assembly to
foster the development of intercity, urban and
community public transportation for all North
Carolinians. PTD administers federal and
state transportation grant programs, provides
leadership and training opportunities to transit
professionals, makes planning and technical
assistance available to enrich transit services,
and prepares projections to meet future public
transportation needs. Public transportation
systems provide transit options in all 100
counties, providing a safe, cost-effective
and environmentally friendly alternative for
residents who cannot or choose not to drive.
Ferry
The Ferry Division’s mission is to provide
safe, cost-effective and dependable service
for the traveling public. The division operates
seven routes across five separate bodies of
water—the Currituck Sound, Pamlico Sound,
Cape Fear River, Neuse River and Pamlico
River. The division also is capable of activating
an emergency ferry route between the Dare
County mainland and Hatteras Island at
Rodanthe within two to three hours in the
event of a long-term or emergency closure of
N.C. 12. The ferry operations are supported
by a full-service shipyard, dredge, crane barge,
tugboats and other support vessels.
Rail
North Carolina has more than 3,300 miles
of railroad tracks throughout the state
used by both freight and passenger trains,
providing travel options as well as efficient
and environmentally friendly transportation.
The Rail Division works with communities
throughout the state to make rail-highway
crossings safer by installing traffic-control
equipment, and closing and consolidating high-accident
crossings on highways, streets and
bridges.
The state-owned Piedmont passenger train
provides service at stops between Raleigh and
Charlotte three times a day. The state-supported
Carolinian provides service between Charlotte
and Raleigh, and up the East Coast to New York
City.
Bicycle and Pedestrian
The Division of Bicycle and Pedestrian
Transportation is a comprehensive operation
touching all aspects of bicycling and walking
by designing facilities, creating safety
programs, mapping cross-state bicycle routes,
training teachers, sponsoring workshops and
conferences, fostering multi-modal planning,
and integrating bicycling and walking into the
ongoing activities of the Department.
Aviation
The Division of Aviation is responsible for
all aviation functions regarding state system
planning and development, and provides
funding to communities for constructing and
improving airports. Additionally, the division
operates a very active aviation safety and
education program.
Highways
The Department’s highway program is delivered
primarily by the Division of Highways (DOH),
and the Division of Technical Services (DTS).
The DOH comprises central and field-based
functions—including Preconstruction, Safety
and Mobility, Field Support, Asset Management
and Operations—all of which support
delivery of transportation projects statewide.
The DTS supports the delivery of projects
through six key functions: contract standards
and development, contractual services,
Greene
Wilson
Nash
Lenoir Craven
Jones
photogrammetry,
professional services, research
and development, and program
management.
Together, these divisions are
responsible for North Carolina’s
80,000-mile state highway
system, which is the second largest in the
nation in mileage after Texas. The planning,
programming, technical assistance and
engineering for major highway projects are
handled within the central office in Raleigh,
while the 14 transportation divisions, or field
offices, manage project construction. The
divisions also maintain and operate the road
system within their geographical areas and
handle planning and engineering for small
projects.
Turnpike Authority
The mission of the Turnpike Authority is
to supplement the traditional non-toll
transportation system in North Carolina by
accelerating the delivery of roadway projects
using alternative financing options and
facilitating the development, delivery and
operation of an integrated, creative system of
toll roads. It was created in 2002 by the N.C.
General Assembly in response to concerns
about rapid growth, heavy congestion and
dwindling resources.
State Ports
North Carolina’s ports in Wilmington and
Morehead City, plus inland terminals in
Charlotte and the Piedmont Triad at
Greensboro, have the capability and capacity
to serve as competitive alternatives to ports in
neighboring states. Owned and operated by the
Ports Authority, North Carolina’s port system
combines modern facilities and abundant
capacity with the commitment to excel in
service to our customers, without taxpayer
subsidy.
Global TransPark
The N.C. Global TransPark is a 2,500-acre
industrial/airport site situated strategically in
eastern North Carolina. Its on-site Composite
Center is one of the most advanced workforce
development training facilities in the state.
The GTP’s integrated infrastructure and
close proximity to Interstates 40 and 95 and
the state’s two deep water ports make it an
ideal location for a variety of business types,
especially companies involved in the aerospace
sector and logistics.
Governor’s Highway
Safety Program
The Governor’s Highway Safety Program
is dedicated to promoting highway safety
awareness to reduce the number of traffic
crashes and fatalities in the state of North
Carolina through the planning and execution
of safety campaigns.
14 Transportation Divisions
10 11
North Carolina Department of Transportation North Carolina Department of Transportation
page page
investing in
Our People
NCDOT is working to move North Carolinians forward, not
just by helping them travel from Point A to Point B, but by
thinking strategically about the overall direction of our state, and its
current and future needs in all areas.
Transportation is a common thread that connects us all. It not only gets us safely and efficiently
to our daily destinations, but it also makes possible the ongoing success of our people and our
communities. Therefore, a lot of careful thought must go into our decisions to ensure we are
investing in the right way to achieve our long-range vision for the entire state.
In many ways, North Carolina is a state of extremes. While we are fortunate to be home to both
the mountains and the coast and everything in between, the geography, climate and culture of our
state’s regions vary greatly. The needs of our growing urban centers are very different from those of
rural areas that have seen declines in both jobs and population.
Demands on our infrastructure continue to increase while revenue sources are generating fewer
dollars than in the past. We must maximize our existing resources and seek to invest them in a way
that will provide the greatest benefit to North Carolina while balancing the diverse needs of our
local communities.
strategic
Thinking
To that end, NCDOT developed and worked with the N.C. General
Assembly to pass a landmark Strategic Transportation Investments law
establishing the Strategic Mobility Formula, a data-driven approach that
makes better use of existing funds to complete improvements that support
economic growth and quality of life in North Carolina.
The Strategic Mobility Formula provides more efficiency in funding transportation improvements
across our state that will allow us to complete more transportation projects and create more jobs
over the next 10 years by creating a framework that encourages us to think beyond the individual
needs of our communities and work together to achieve a strategic vision for all of North Carolina.
more jobs quality of life
= = number
of
projects
12 13
North Carolina Department of Transportation North Carolina Department of Transportation
page page
investing in
the Future
Over the next 10 years, North Carolina’s population is expected to increase
by 1.3 million people. At the same time, our transportation revenue
sources—motor fuel tax, highway use tax, and DMV fees—will generate
$1.7 billion less than they would have in the past. We expect that this trend
will continue as vehicles become more fuel efficient and people drive less,
buy fewer cars, and are legislatively required to renew their driver licenses
less often.
generated
revenue
population
$1.7
next billion 10 years
1.3
million
Providing Options
Long known as the “Good Roads” state, North Carolina is home to one of
the largest state-maintained highway systems in the nation. However, as our
state’s population increases and demands on our infrastructure continue to
grow, it takes a broad range of transportation options to fully meet North
Carolina’s travel and logistics needs.
Highlights from our FY 2012–13 investments in alternative modes of travel include:
• Increased Rail Ridership and Revenue. According to Amtrak’s 2013 federal fiscal year report,
the state-supported Piedmont and Carolinian trains continue to be among the most rapidly
growing in the Amtrak system. Ridership on the Piedmont service increased by 4.7 percent
to 170,266, and revenue increased 8.1 percent to more than $3.3 million. Similarly, ridership
on the Carolinian increased by 3.6 percent to 317,550, and revenue increased by 6.4 percent
to more than $19.8 million during that same period. This is the fourth consecutive year of
positive growth for both routes.
• Continued Development of WalkBikeNC. This statewide bicycle and pedestrian plan is
the first of its kind in the nation that encompasses elements of economic and health impact
analysis and is based on partnerships with multiple state agencies, including the departments
of Health and Human Services, Commerce, and Environment and Natural Resources. The
goals of the plan are to increase tourism dollars and decrease healthcare cost.
• LYNX Blue Line Extension. Currently under construction, the $1.1 billion LYNX Blue Line
Extension will add nine miles to the state’s first light rail system, expanding it from Charlotte’s
Center City to the University of North Carolina at Charlotte. NCDOT contributed $299
million and worked with partners on the federal and local levels to help make the extension
a reality. The Federal Full Funding Grant Agreement, the final funding piece for the project,
was signed in October 2012. Completion is scheduled for 2017, with ridership on the 18-mile
corridor projected to average 51,000 people per day by 2035.
• Public Transit Investment to Support Fortify Project Efforts. In FY 2012–13, NCDOT
committed to providing $12 million for transit improvements in association with the Fortify
project, which will rebuild 11.5 miles of I-40/440 in Raleigh. Providing additional transit
options for commuters out of Johnston County and other areas into downtown Raleigh is
critical to addressing the traffic impacts of the project and reducing congestion along the
heavily traveled route.
• Shuttle Service during Alligator River Bridge Closure. In April 2013, NCDOT had to close
the Alligator River Bridge on U.S. 64 on the Dare/Tyrrell County line for repairs, necessitating
a 90-mile highway detour during the 13-day closure.
To help those who lived on the Tyrrell County side of the bridge but worked on the Dare
County side, NCDOT worked with the InterCounty Public Transit Authority and Hyde
County Transit to set up shuttle service in the mornings and evenings. Funding from the
Federal Transit Administration’s Job Access Reverse Commute grant program was used to
fund this service, and NCDOT provided the required 50-percent match.
• Aviation Grant Funding. During 2012–13, NCDOT awarded $49.4 million in airport grants,
including $28.5 million in state funds and $20.9 million in federal funds. Commercial and
general aviation airports in North Carolina provide more than $25.9 billion in economic
impact each year and support more than 108,000 jobs.
14 15
North Carolina Department of Transportation North Carolina Department of Transportation
page page
Case Study: Horsehead Corporation
The Horsehead Corporation’s establishment of a zinc and diversified metals production facility near
Forest City represents one of the largest recent corporate investment projects in North Carolina,
supporting an estimated 250 new jobs in an economically depressed area.
To support this new plant, NCDOT completed a $4 million project to relocate Hicks Grove Road to
provide a new half-mile long access road from U.S. 221 into the new facility. A new, wider bridge
was also constructed over the CSX Railroad to better accommodate heavier vehicles accessing the
new plant.
Funding for the project came from NCDOT, the Appalachian Regional Commission, the Golden Leaf
Foundation and Horsehead Corporation. NCDOT was responsible for the project planning, while
the project was designed by Vaughn and Melton Consulting Engineers and constructed by Devere
Construction Company.
• Repositioning the Global TransPark. NCDOT has also focused on maximizing the resources
the Global TransPark in Kinston offers to meet our state’s vital needs and attract new
businesses by:
• Supporting military logistics with available facilities and infrastructure
• Supporting additional North Carolina exports
• Working with education and economic development partners to support STEM (science,
technology, engineering and math) education and workforce development
• Focusing on aviation-related businesses and increasing airport utilization
• Supporting logistics for existing industry in eastern North Carolina—including expansion
and promotion of the Foreign Trade Zone program.
As of June 30, 2013, the GTP supported 486 private-sector jobs, with employment expected to
top 1,000 by the end of 2016. The average private-sector job at GTP paid $50,400 annually; 17
percent higher than the state average, and the annual private-sector payroll for GTP tenants
was more than $24 million.
• Rail. We have also invested in our rail infrastructure to help improve mobility, connectivity
and economic development across the state. In FY 2012–13, we began construction on projects
as part of the Piedmont Improvement Program, investing $500 million in American Recovery
and Reinvestment Act funds to improve the rail corridor between Raleigh and Charlotte. This
initiative will greatly benefit both passenger and freight rail.
Additionally, we continued to provide valuable support for freight rail and employers
throughout North Carolina through our Rail Industrial Access and Short Line Infrastructure
Assistance programs. Since it began in 1994, 83 grants have been awarded through the Rail
Industrial Access Program (RIAP), which provides funding for rail spurs for new or expanding
industry. These grants total more than $9.3 million and have added more than 6,600 industry
jobs and more than 71,000 industry carloads.
In FY 2012–13, grants were awarded under the RIAP to Pactiv Corporation in Kinston,
Edwards Wood Products in Wadesboro, Wood Fuels NC in Sims, and Chemtex in Clinton.
These grant recipients committed to 154 new jobs and shipping 5,654 rail carloads per year
once the industries are operating.
Along these same lines, the Short Line Infrastructure Assistance Program provides funding
for upgraded and rehabilitated track and structures for short line railroads. Since the program
began in 2004, 74 grants totaling nearly $13 million have been awarded. These grants have
funded improvements to rail infrastructure used by an average of 62 industries annually,
which have employed an average of 7,300 people and shipped 36,000 carloads of freight each
year on the grant recipients’ short line railroads.
In FY 2012–13, track rehabilitation and upgrade improvements were completed under grants
to Atlantic & Western, Wilmington Terminal, Carolina Coastal and Caldwell County short
line railroads.
Economic Competitivenes
Transportation plays an integral role in North Carolina’s ability to attract
and retain business and industry and in furthering the economic growth of
its communities. To fully leverage our existing infrastructure, we want to
ensure that all aspects of our system are aligned and being used to their full
potential to create jobs, meet logistics needs and position North Carolina for
future economic growth.
Some prime examples of this multi-modal integration include:
• Public-Private Partnerships at the State Ports. NCDOT has established three multi-million
dollar agreements at the state ports in Wilmington and Morehead City that will enable North
Carolina to better meet the needs of its key industries.
In February 2013, the Council of State approved a lease agreement for a public-private
partnership to create a new Cold Storage Facility at the Port of Wilmington. This partnership
with USA Investco is expected to provide 100 direct jobs and 200 indirect jobs, and bring an
initial $13 million investment.
In June 2013, the Council of State also approved a lease agreement that allows the North
Carolina State Ports Authority to enter the highly competitive wood pellet industry. The
agreement between the State Ports Authority and Enviva Holdings, a wood pellets supplier
and manufacturer, could allow for construction of a wood pellet export facility at the Port of
Wilmington. This agreement is expected to bring an estimated $2.5 million in annual revenue
and at least $1.25 million in annual operating earnings, along with about 70 new jobs and
at least 80 indirect jobs. A similar agreement was approved at the Port of Morehead City in
October 2013.
Case Study: Sierra Nevada
When Sierra Nevada announced in 2012 that it would build its brewery in the Henderson County
town of Mills River, NCDOT began working closely with the company to solve logistical challenges
associated with constructing and supporting the company’s $107.5 million investment. NCDOT
tailored the infrastructure to meet the needs of both Sierra Nevada and the community. Efforts
included constructing a new entrance road to the brewery complete with bike lanes, a roundabout
that will welcome visitors and trucks, and a traffic signal that will make it easier to access the site.
A Rail Industrial Access grant was also awarded to the company for construction of an unloading
facility where material from rail cars is emptied into trucks for transport to the brewery.
The road work is perhaps the most visible example of how the state’s transportation infrastructure
played a key role in supporting one of western North Carolina’s largest economic development
projects, but the Port of Wilmington facilitated another critical part of the project—getting the
brewery equipment to the site in Mills River. The Port of Wilmington received multiple shipments of
tanks and other brewery components, which were then transported to Henderson County.
Additional equipment was received at a South Carolina port and shipped up Interstate 26 into North
Carolina. This equipment included large fermentation vessels measuring 80 feet long and 14 feet
wide, which required special accommodation to transport. NCDOT led the effort to truck the vessels
through North Carolina, temporarily closing roads and lifting light and power poles out of the way.
16 17
North Carolina Department of Transportation North Carolina Department of Transportation
page page
serving
North Carolinians
NCDOT is dedicated to serving travelers throughout North Carolina
by providing modern transportation infrastructure, cutting-edge
communication about our operations and activities, and services
that enhance safety and improve quality of life.
North Carolina’s rail
system carried 487,816
passengers. Ridership
increased by 4.7% on the
Piedmont and 3.6% on
the Carolinian.
License and Theft
recovered 708 stolen
vehicles valued at more
than $6.4 million.
More than 9,600 driver
licenses, ID cards and
motorcycle permits
issued daily.
Motorists travel more than
1 billion vehicle miles in
North Carolina annually.
North Carolina’s 99
public transportation
systems served 77
million passengers
across the state.
The state’s ferries carried
nearly 2 million passengers.
ncdot.gov
received approximately
43.5 million views
Engagement is an
important part of serving
the people of North
Carolina. NCDOT
created and actively uses
Twitter feeds to provide
information regarding
NCDOT activities to more
than 48,021 followers.
The Department hosts
seven Facebook pages
with more than 18,656
followers.
NCDOT’s Flickr site,
featuring photos of
Department events and
activities, had a total of
more than 5.1 million
views at the end of the year.
NCDOT’s new social
media pages, Pinterest
and Instagram, have
359 and 519 followers
respectively.
The Department’s
YouTube site had more
than 161,362 views
during the fiscal year.
More than 800,000 calls were made
to North Carolina’s “511” telephone
traveler information system to access
real-time statewide travel information.
18 19
North Carolina Department of Transportation North Carolina Department of Transportation
page page
customer
FOCUS
As we make investments in our infrastructure, we recognize that the heart
of our mission is serving the people of North Carolina and are working to
maintain a customer-centered focus in all we do.
From offering extended hours at DMV offices across the state to working around-the-clock to keep
our highways safe and passable in the wake of hurricanes, heavy rains and winter weather, NCDOT
is committed to providing the highest possible level of service to customers across the state who
rely on our infrastructure daily.
DMV Reform
Improving customer service at the state’s Division of Motor Vehicles continues to be a top priority
of the Department.
NCDMV began offering extended evening and Saturday hours at a handful of driver license offices
across the state in February and they are now available at 19 offices throughout North Carolina.
More than 7,300 transactions were conducted during extended hours through the end of June, and
more than 85 percent of the population statewide is now within a 30-mile radius of DMV extended
hours services.
DMV also worked to launch a number of other major initiatives during FY 2012–13 including:
• “Tag and Tax Together,” which combines payment of vehicle property taxes with vehicle
registration renewals.
• A partnership with Ft. Bragg and Johnston Community College to begin providing
Commercial Driver License courses on post at Ft. Bragg at reduced rates for current service
members and their spouses. Additionally, House Bill 322 now allows DMV to waive the CDL
skills test for veterans who have passed the military skills test.
Weather-Related Recovery and Emergency Response Efforts
N.C. 12 along Hatteras Island was battered in Fall 2012 by Hurricane Sandy and back-to-back
Nor’easters. Emergency ferry service was immediately implemented, and temporary four-wheel
drive access was established to provide residents vital connections to jobs and medical care until
this lifeline was restored just in time for Christmas. We also created a Facebook page to help
provide citizens real-time information regarding travel to and from the island.
Additionally, significant rainfall led to flood and slide damage statewide early in 2013. Nearly
all 100 counties had roadways affected, but the hardest hit area was in the mountains, where 11
counties had more than 244 sites with damage in January and May combined. Division personnel
worked to reopen roads quickly.
20
North Carolina Department of Transportation
page
alternative
solutions
While the efficiencies we have already implemented help our existing
resources go further, they are not a true solution to the growing
transportation funding gap faced by our state. In fact, there is no single
answer—but, rather, we must continue utilizing a wide range of tools
available to help meet our state’s needs.
Alternative financing such as tolls, Grant Anticipation Revenue Vehicles (GARVEE bonds), and
public-private partnerships, as well as alternative delivery methods such as design-build that allow
us to complete projects more efficiently, continue to be part of the equation.
• GARVEE bonds allow NCDOT to borrow against future federal funding to pay for
improvements of statewide significance, helping complete projects sooner and reducing
inflation-related costs. To date, the Department has realized net inflation-related savings of
$540 million.
• Public-Private Partnerships, such as those being established at the state ports and through
programs like Sponsor-A-Highway, help supplement taxpayer dollars and provide valuable
opportunities to partner with the private sector on transportation improvements.
• Design-build allows a single team to be responsible for the simultaneous design and
construction of a project. This method not only expedites completion time, but often results
in cost savings due to project innovations and avoidance of inflation-related costs. Low bids
received on design-build projects to date are about 8.7 percent below NCDOT’s total estimates,
and innovations have cut an average of three to six years off project completion times.
• Express Design-Build stems from the success of design-build and allows the Department to
expedite the contracts for small bridge replacements, accelerating many of the projects by as
much as two years. NCDOT has replaced nearly 300 bridges using express design-build since
March 2012. The program has received good reviews by industry partners and other states
around the country.
• Through the State-Funded Bridge Improvement Program we are investing more state funding
in our bridges to help improve their condition. Through this program, the largest of its kind
in state history, NCDOT is investing $810 million over four years to not only replace, but also
strategically preserve or rehabilitate, existing bridges to help extend their lifespan and stretch
existing resources further.
• NCDOT implemented toll transponder interoperability with E-ZPass®, which allows drivers
with an NC Quick Pass® or E-ZPass® to use their prepaid electronic toll collection account in
15 states. North Carolina is the first state in the nation to implement this interoperability.
The N.C. General Asembly approved a
$450 million investment in bridges
for fy 2012 and 2013, which resulted in:
North Carolina Department of Transportation
improvements to more than
790 bridges
270 fewer
structurally deficient bridges
improved Bridge Health Index for
570 bridges
that were previously rated as “poor”
312 fewer bridges
with weight restrictions
Based on this success, the N.C. General Assembly
approved an additional $360 million in the
2014–2015 budget to continue the
program over the next two years.
21
page
22
North Carolina Department of Transportation
page
funding
overview
NCDOT has an annual operating budget of about $4 billion, with dedicated
revenue sources that fund its operations. The three primary sources are the
Highway Fund, the Highway Trust Fund and federal funds.
North Carolina Department of Transportation
State $3,070,749,116
Federal 1,111,736,910
Federal Stimulus 64,253,645
Local 40,710,154
Grants 86,374,176
Debt—GARVEE 58,047,991
Debt—NCTA 76,495,267
Toll Rev./Int. 10,416,388
Total $4,518,783,647
Forecast $4,629,066,111
Variance % -2.4%
Note: NCTA=N.C. Turnpike Authority
Construction $2,096,838,249
Construction—Stimulus 19,940,009
Construction—NCTA 95,283,972
Maintenance 1,137,658,873
Transit & Other Modal 211,300,925
Transit—Stimulus 11,806,009
Rail—Stimulus 38,565,766
Debt Service 162,033,333
Finance Cost—NCTA 80,027,377
Administration 231,877,929
Transfers 285,310,234
(General Fund $27,595,861)
(Highway Patrol 196,209,049)
(Public Instruction 26,330,000)
(Other Agencies 35,175,324)
State Aid Municipalities 142,804,499
Other Programs 24,557,766
Total $4,538,004,941
Forecast $4,585,058,617
Variance % -1.0%
Note: NCTA=N.C. Turnpike Authority
revenue by major funding sources expenditures by major categories
25%
Highway trust
fund
46%
highway fund
28%
Federal funds
1%
Other
71.9%
external payments
16.3%
dot labor
(internal costs)
7.0%
transfers to
other agencies
4.8%
debt service
23
page
Purchasing Power of NCDOT Highway Construction Dollars
-8%
-26%
-33%
-47%
-52% -52%
-34%
Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q1 Q2 Q3 Q4 Q4 Q1 Q2
2010 2011 2013
Q1 Q2 Q3
2003 2004 2005 2006 2007 2008 2009 2012
-42%
-51%
Construction Contracts 39%
Grants to Other Entities 10%
Right-of-Way Purchases 7%
Vendor Payments 4%
Professional Engineering
& Consultant Contracts 4%
Equipment Purchases 3%
Material Purchases 3%
Miscellaneous Service Contracts 2%
24 25
North Carolina Department of Transportation
page
measuring
Our Performance
As part of our continuous efforts to operate more efficiently, NCDOT
measures its performance based on expected results to be more transparent
and more accountable for what we promise. Performance accountability
starts at the top of our organization and cascades down to all employees. All
functions within the agency must work together efficiently and effectively
to ensure our programs, projects and services are delivered on schedule and
within budget. We have identified 27 key performance measures to gauge
our success in meeting our five organizational goals.
In State Fiscal Year 2012–13, we met or exceeded 19 measures and did not meet six. We did not
have results for two of these measures. Our Performance Scorecard reports the results in each
area as compared to numerical performance targets. Included with each section is an explanation
of where we did not meet annual expectations, why we did not, and what we are doing as a
Department to improve performance in these areas. If results are not achieved, the appropriate
agency head is expected to identify causes and improve results. Our detailed performance metrics
for SFY 12–13 are included at the back of this report in the appendix. Additionally, our web-based
Performance Dashboard is continually updated to display the most recent results of our
organizational performance. Both the Dashboard and performance measures can be found on our
website at ncdot.gov/performance.
North Carolina Department of Transportation page Make our
transportation
network safer
Make our
transportation
network move
people and goods
more efficiently
Make our
infrastructure
last longer
Make our
organization
a place that
works well
Make our
organization
a great place
to work
Performance
Accountability
Transparency
26 27
North Carolina Department of Transportation North Carolina Department of Transportation
page page
Safety: Make our
transportation
network safer
Mobility: Make
our transportation
network move
people and goods
more efficiently
Infrastructure
Health: Make our
infrastructure
last longer
SFY2013
Goal Target
Statewide network crash rate1
Percentage of surveyed North Carolina drivers using a
safety belt2
Defined Performance Measure
Average statewide accident clearance time
Travel time index for surveyed interstates5
Percentage of planned ferry runs completed as
scheduled
Percentage of planned passenger trains arriving on
schedule (Carolinian and Piedmont only)
Percentage change in public transit ridership7
Percentage change in Ports Authority cargo movements
(bulk and breakbulk cargo only)7
Percentage of bridges rated in good condition6
Percentage of pavement miles rated in good condition2
Average highway feature condition scores (excluding
pavement and bridges)2
Average rest area condition scores
234 or less
90.0% or greater
66.2%
68.9%
89.7
97
61 min.
0.98
97%
58.4%
5%
new measure
64.9%
68.7%
89.7
95
SFY2013
Result
70 min. or less
1.04 or less
95.0% or greater
80% or greater
+5% or greater
+5% or greater
237
88.6%
Met or Exceeded Target Within 5% of Target Below Target
SFY2012
Result
230
87.5%8
62 minutes
0.98
97.3%
59%
1%
10%
65.0% or greater
70.0% or greater
84 or greater
90 or greater
Make our
organization a
place that
works well
Percentage of work program projects on schedule3
a. Percentage of centrally-managed STIP projects let on
schedule
b. Percentage of division-managed STIP projects let on
schedule
c. Percentage of municipal- and locally-managed STIP
projects let on schedule
Percentage of division-managed non-STIP projects on
schedule4
Percentage of construction projects completed on schedule
Total budget overrun for completed construction projects
Percentage of NCDOT’s total budget expended on external
goods, materials, services, debt and transfers4
Percentage of the overall budget for administrative costs
Percentage of the total program budget paid to minority-and
women-owned businesses
Average customer wait time at DMV facilities that track
transactions
Average statewide environmental compliance score on
construction and maintenance projects
Percentage of surveyed customers satisfied with
transportation services in North Carolina2
75%
new measure
85%
-2%
new measure
5.5%
12.3%
25 min.
8.7
new measure
85% or greater
85% or greater
85% or greater
5% or less
80% or greater
7.6% or less
10.7% or greater
24 min. or less
7.5 or greater
75% or greater
76.1%
84%
72%
70%
71.2%
88.7%
-1.7%
84%
5.3%
13.5%
data unavailable*
8.7
data unavailable*
Make our
organization
a great place
to work
Percentage of employees retained after three years4
Employee safety index
new measure
4.84
98.1%
4.27
1 The crash rate is measured by dividing the crash count and fatality count by 100 million vehicle miles traveled.
2 The performance measure and result are based on a standing survey or periodic assessment and not based on the state fiscal year;
therefore it is considered “static” and is assumed to have no change since the most recent result was published. Current NCDOT systems
only track the result annually or biennually.
3 The result only evaluates STIP projects that are on the Work Program delivery list downloaded from the project schedule management
tool (STaRS) on July 1, 2012. Performance results are adjusted to include projects that are added or advanced in the program.
4 The performance measure was first introduced this fiscal year and not tracked in prior years on the Performance Scorecard.
5 The result is a 12-month moving average (July 2012–June 2013) and excludes the hours of 10:00 p.m. to 6:00 a.m.
6 The result is an actual summary of active bridge condition ratings as of July 2, 2013.
7 The percentage change is compared to the quarterly results one year prior.
8 Due to calculation errors in 2012, the published result was incorrect and has been adjusted.
* Data that is unavailable is due to absent or incomplete information that limits the ability to provide an accurate result.
90% or greater
6.16 or less
performance
scorecard
What are we doing to improve?
Percentage of planned passenger trains arriving on schedule (Carolinian and Piedmont only)
A number of projects are underway as part of the Piedmont Improvement Program, or PIP, that will add parallel
tracks where passenger and freight trains now share a single track along the Raleigh to Charlotte corridor. These
improvements, along with the construction of highway/railroad bridges, will improve reliability and on-time
performance.
Percentage change in public transit ridership7
While there was an increase in ridership in FY ‘13 from FY ‘12, it was not as large as anticipated. This can be
attributed to a number of factors, including lower gasoline prices and unemployment rates, the elimination
of the GoPass program for state employees in the Triangle, and route adjustments or fare increases on some
systems to meet reduced budgets or increased operating costs. We continue to work in partnership with
municipalities on various Transportation Demand Management programs designed to reduce congestion by
educating and motivating commuters to explore various forms of public transit. These programs have resulted in
a 25.9 percent reduction in the projected growth of commuter vehicle miles traveled from 2009 through 2013.
What are we doing to improve?
Percentage of work program projects on schedule3
The State Transportation Improvement Program (STIP) delivery result continues to improve annually, increasing
12 percent since FY ‘09. The Department continues to look for process efficiencies to meet our target delivery
rate. We also have made improvements to our project management system to make it more efficient for our
engineers to manage project activities and schedules.
Percentage of division-managed non-STIP projects on schedule
This is the first full year that NCDOT has implemented a project management system for these smaller, division-let
projects. This result is anticipated to improve as division personnel grows more accustomed to the system.
SFY2013
Goal Defined Performance Measure Target
SFY2013
Result
SFY2012
Result
28 29
North Carolina Department of Transportation North Carolina Department of Transportation
page page
*Performance measure is based on a standing survey or assessment and not tracked quarterly.
Goal Defined Performance Measure: SFY 2014 Target
Make our
transportation
network safer
233 or less
1.39 or less
90% or greater
Statewide network crash rate
Statewide network fatality rate
Percentage of surveyed North Carolina drivers using a safety belt*
Make our
transportation
network move
people and goods
more efficiently
70 min. or less
1.02 or less
95% or greater
80% or greater
+5% or greater
+5% or greater
Average statewide accident clearance time
Travel time index for surveyed interstates
Percentage of planned ferry runs completed as scheduled
Percentage of planned passenger trains arriving on schedule
(Carolinian and Piedmont only)
Percentage change in public transit ridership*
Percentage change in Port Authority cargo movements
(bulk and breakbulk cargo only)
Make our
infrastructure
last longer
Percentage of bridges rated in good condition
Percentage of pavement miles rated in good condition*
Average highway feature condition score (excluding pavement
and bridges)*
Average rest area condition score
65% or greater
70% or greater
84 or greater
90 or greater
Make our
organization a
place that
works well
Percentage of work program projects on schedule (STIP only)
a. Percentage of centrally managed STIP projects let on schedule
b. Percentage of division-managed STIP projects let on schedule
c. Percentage of municipal-and locally managed STIP projects let on
schedule
Percentage of division-managed non-STIP projects on schedule
Percentage of construction projects completed on schedule
Total budget overrun for completed construction projects
Percentage of NCDOT’s total budget expended on external goods,
materials, services, debt and transfers
Percentage of the overall budget for administrative costs
Percentage of the total program budget paid to minority- and women-owned
businesses
Average customer wait time at DMV facilities that track transactions
Average statewide environmental compliance score on construction
and maintenance projects
Percentage of surveyed customers satisfied with transportation services
in North Carolina*
85% or greater
85% or greater
85% or greater
5% or less
80% or greater
7.6% or less
12.1% or greater
24 min. or less
7.5 or greater
75% or greater
Make our
organization
a great place
to work
Percentage of employees retained after three years
Employee engagement survey score*
Employee safety index
90% or greater
5.25 or greater
6.16 or less
future
Vision
With the Strategic Mobility Formula laying the groundwork for our
future, we are now developing our vision for transportation throughout
the state for the next 25 years, which will allow us to fully implement our
strategic direction for North Carolina and ensure we are leveraging our
infrastructure to support job creation and economic development for
decades to come.
Together, we are making a difference for North Carolina as our state’s story continues to unfold.
While we face significant challenges ahead, with the right investments, we can meet these
challenges head on and continue to move our state forward in all areas of life.
2014 executive performance
metrics
30 31
North Carolina Department of Transportation North Carolina Department of Transportation
page page
appendix
In addition to the Performance Scorecard on page 26, NCDOT maintains
and tracks hundreds of various key performance measures and level of
service indicators that influence the Department’s ability to move people
and goods and provide an improved level of service to our citizens.
The detailed results of these key measures are monitored by management on an on-going basis,
reported periodically throughout the year as well as annually in the following pages of this report.
When applicable, historical data and color indicators are included to illustrate increased and
decreased results, which can fluctuate from year to year due to a number of variables.
The following tables and charts provide a more detailed view of several key performance measures
maintained regularly by Department analysts and experts. Additional information and more up-to-date
results are available at ncdot.gov/performance.
Highway Performance Profile: Infrastructure Health Condition Scores
(55–65%=yellow)
2012 Pavement Conditions* 2013
Bridge
Statewide Tier Conditions
(70–85%=yellow)
Regional Tier
(65–80%=yellow)
Subregional Tier
Color Legend (60–75%=yellow)
Division
1 58.7% 65.3% 63.7% 56.3%
2 81.8% 49.3% 62.2% 71.2%
3 64.6% 54.5% 68.5% 58.1%
4 71.8% 54.9% 76.5% 70.9%
5 82.8% 71.1% 67.1% 75.0%
6 81.0% 65.5% 83.1% 59.3%
7 74.1% 54.2% 68.9% 59.3%
8 81.7% 68.8% 74.6% 64.5%
9 72.9% 77.4% 68.9% 68.0%
10 61.2% 59.3% 68.3% 72.6%
11 77.0% 61.0% 64.0% 60.1%
12 71.6% 61.5% 68.2% 69.2%
13 87.9% 78.0% 69.8% 61.6%
14 68.0% 60.1% 60.3% 62.2%
Statewide 73.5% 62.5% 69.3% 64.9%
Notes:
* Pavement Conditions and Roadside Features are currently produced biennually. These conditions will be reevaluated in 2014.
° Pavement Condition is defined as the percentage of pavement miles in good condition.
° Bridge Condition is defined as the percentage of bridges in good condition.
° Roadside Features is defined as a composite score from 1–100 with 100 being the best.
° For counties included in each division, please see map on page 9.
2012*
Roadside
Features Index
(80–84=yellow)
86.1
90.0
86.9
90.6
89.1
87.5
87.7
91.3
91.4
89.0
90.0
89.5
91.1
89.5
89.7
32 33
North Carolina Department of Transportation North Carolina Department of Transportation
page page
Notes:
° *5YrAvg is for FY08–FY12
° **FY13 VMT is calculated by using the most current published VMT data from the Transportation Planning Branch
that is available at the time the statistics are compiled.
° FY VMT, which is used to determine the 5YrAvg VMT, is calculated by using 50% of the VMT for each calendar year.
° VMT=vehicle miles traveled
° MVMT=million vehicle miles traveled
° For counties included in each division, please see map on page 9.
Note:
° Data includes all Amtrak passengers whose trip originates or ends in North Carolina.
Highway Performance Profile: Highway Safety Rates
VMT
(per 100 MVMT)
Crash Rates
Total Crashes (per 100 MVMT) Total Fatalities
Fatality Rates
(per 100 MVMT) Total Injuries
Injury Rates
(per 100 MVMT)
Trend is down (FY13 compared to 5-year average)
Trend is statistically even (+/- 2.5%)
Trend is up (FY13 compared to 5-year average)
Division 5YrAvg* FY 13** 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13 5YrAvg* FY 13
1 31.88 30.56 5,809 5,757 182.22 188.36 50 47 1.56 1.54 2,567 2,256 80.53 73.81
2 49.13 49.37 11,794 13,266 240.05 268.73 77 78 1.56 1.58 5,740 5,722 116.84 115.91
3 70.29 72.21 16,469 17,136 234.28 237.32 116 111 1.65 1.54 7,661 6,895 108.98 95.49
4 69.19 68.29 14,821 15,405 214.19 225.57 111 108 1.61 1.58 7,064 6,967 102.09 102.02
5 144.15 150.53 39,976 43,354 277.33 288.02 130 136 0.90 0.90 14,468 15,340 100.37 101.91
6 71.81 71.67 18,067 17,063 251.60 238.07 159 165 2.22 2.30 9,729 8,449 135.48 117.88
7 97.05 99.32 20,618 21,896 212.45 220.46 111 90 1.14 0.91 10,430 10,887 107.47 109.61
8 51.72 52.02 11,311 11,611 218.71 223.20 93 83 1.80 1.60 5,460 5,239 105.57 100.71
9 80.17 80.75 16,736 16,821 208.75 208.30 100 104 1.25 1.29 7,728 7,260 96.39 89.90
10 146.45 153.34 36,876 40,249 251.79 262.48 130 126 0.89 0.82 18,214 20,879 124.37 136.16
11 39.94 39.38 8,453 7,896 211.64 200.50 64 59 1.61 1.50 3,897 3,403 97.57 86.41
12 79.60 78.43 17,390 18,119 218.48 231.02 101 77 1.27 0.98 9,104 8,773 114.37 111.85
13 54.96 54.45 10,533 11,171 191.66 205.18 65 58 1.19 1.07 5,437 5,130 98.94 94.22
14 42.07 41.59 6,915 6,728 164.35 161.76 56 49 1.33 1.18 3,274 2,891 77.83 69.51
Statewide 1,028.41 1,041.92 235,768 246,472 229.25 236.56 1,364 1,291 1.33 1.24 110,773 110,091 107.71 105.66
Rail Performance Profile: Ridership Statistics
SFY Quarter
Quarter 1
Quarter 2
Quarter 3
Quarter 4
Annual Total
Results compared to 5-year average have increased 10% or more
Results compared to 5-year average have increased between 0% and 10%
Results compared to 5-year average have declined
SFY 2011
215,865
245,816
198,237
232,820
892,738
SFY 2012
211,159
250,270
204,272
236,634
902,335
SFY 2010
174,255
197,132
163,491
214,663
749,541
SFY 2009
180,946
198,649
140,211
175,480
695,286
SFY 2013
232,227
257,654
222,722
231,477
944,080
5YrAvg
202,890
229,904
185,787
218,215
836,796
Public Transit Performance Profile: Ridership Statistics
SFY
2003
2004
2005
2006
2007
2008
2009
2010
2011
2012
2013
% Change
2.06%
3.96%
3.44%
6.56%
1.42%
8.71%
9.13%
-0.29%
6.45%
5.49%
0.64%
Difference
from Year Prior
1,000,000
2,000,000
1,800,000
3,672,623
808,818
5,418,559
6,252,104
-200,318
4,705,867
4,234,220
497,256
Total
48,500,000
50,500,000
52,300,000
55,972,623
56,781,441
62,200,000
68,452,104
68,251,786
72,957,653
77,191,873
77,689,129
34 35
North Carolina Department of Transportation North Carolina Department of Transportation
page
Note:
° *5YrAvg includes the preceding 5 years of data
SFY 2010 SFY 2011
Ferry Performance Profile: Ridership Statistics
Ferry Route
Southport to Fort Fisher
Cherry Branch to Minnesott
Cedar Island to Ocracoke
Ocracoke to Cedar Island
Pamlico River
Swan Quarter to Ocracoke
Ocracoke to Swan Quarter
Hatteras Inlet
Currituck
Summary
SFY 2013*
% change was positive compared to 5-year average
% change was 0 to -7.99% compared to 5-year average
% was greater than or equal to -8% compared to 5-year average
SFY 2012
Vehicles
Transported
180,072
231,948
30,660
30,012
69,750
18,355
17,940
264,508
23,593
866,838
Passengers
Transported
478,249
409,685
73,707
72,052
94,163
42,217
39,454
703,309
72,862
1,985,698
Vehicles
Transported
167,773
229,270
32,354
32,091
67,416
11,936
11,783
339,013
25,033
916,669
Passengers
Transported
455,668
403,984
77,672
77,250
100,252
27,719
25,326
875,257
78,374
2,121,502
Passengers
Transported
426,973
453,043
84,604
82,308
124,994
29,314
28,803
869,139
85,255
2,184,433
Vehicles
Transported
154,318
260,134
34,235
33,303
80,211
12,908
12,298
328,324
27,773
943,504
Vehicles
Transported
175,168
249,945
32,725
32,700
70,493
12,722
13,259
324,340
26,312
937,664
Passengers
Transported
476,646
432,991
79,324
78,601
101,850
29,777
29,595
859,343
84,359
2,172,486
SFY 2009
Vehicles
Transported
183,223
214,114
28,054
26,753
66,125
17,245
17,058
260,248
21,805
834,625
Passengers
Transported
485,424
381,591
66,426
64,911
90,103
37,835
36,434
697,149
63,227
1,923,100
Note:
*In SFY13 ferry operations were impacted due to Hurricane Sandy and other weather-related storm events.
Motor Vehicles Performance Profile: Driver Statistics
Performance Element
Licensed Drivers
Registered Vehicles
Titles Processed
Plates/Stickers Requested
Internet Renewals
Graduated Licenses Issued
Learner’s Permits Issued
Duplicate Licenses Issued
Renewals Issued
Original Licenses Issued
Results compared to 5-year average have increased
Results compared to 5-year average have stayed the same or declined less than 10%
Results compared to 5-year average have declined by greater than 10%
SFY 2011
5,973,646
8,650,028
2,143,906
8,883,540
1,646,496
210,038
59,766
595,978
974,235
280,363
SFY 2012
6,934,427
8,700,000
2,566,580
7,159,592
1,628,284
213,066
89,822
639,475
754,941
307,428
SFY 2013
7,100,000
8,800,000
2,248,516
8,957,212
1,673,929
210,074
87,544
698,284
490,825
314,825
SFY 2008
6,650,610
8,545,254
2,777,000
9,252,294
1,389,207
192,627
93,156
763,692
953,693
348,291
SFY 2009
6,700,342
8,451,048
2,373,050
9,163,348
1,530,019
191,191
88,037
711,290
888,700
304,643
SFY 2010
6,800,191
8,212,407
2,343,929
8,749,229
1,567,438
206,498
57,267
620,153
957,550
276,008
5YrAvg*
6,611,843
8,511,747
2,440,893
8,641,601
1,552,289
202,684
77,610
666,118
905,824
303,347
SFY 2008 SFY 2009 SFY 2010 SFY 2011 SFY 2012
Division
1
2
3
4
5
6
7
8
9
10
11
12
13
14
Statewide
Bicycle
1.4
1.6
2.2
1.4
1.6
2.0
2.0
0.8
1.4
1.4
0.8
0.8
0.6
0.0
18.0
Ped.
6.2
8.6
15.2
11.6
19.2
22.6
12.8
8.2
11.2
23.6
2.0
12.8
7.4
2.6
164.0
Comb.
7.6
10.2
17.4
13.0
20.8
24.6
14.8
9.0
12.6
25.0
2.8
13.6
8.0
2.6
182.0
Bicycle and Pedestrian Performance Profile: Fatalities
5YrAvg*
Trend is down (FY13 compared to 5-year average)
Trend is statistically even (+/- 2.5%)
Trend is up (FY13 compared to 5-year average)
SFY 2013
Ped.
8
9
15
14
28
19
20
11
16
20
2
18
6
4
190
Bicycle
0
1
2
0
3
2
1
0
0
2
0
0
1
0
12
Bicycle
3
2
4
2
1
0
2
1
2
1
0
4
1
0
23
Ped.
6
12
17
6
15
18
16
9
9
14
4
8
6
5
145
Bicycle
1
2
0
1
2
4
2
0
1
2
2
0
0
0
17
Ped.
3
6
20
15
13
30
10
5
8
22
2
16
7
1
158
Bicycle
1
1
4
3
2
2
1
1
2
2
0
0
1
0
20
Ped.
5
6
11
14
16
25
9
10
10
26
2
11
6
1
152
Bicycle
2
2
1
1
0
2
4
2
2
0
2
0
0
0
18
Ped.
9
10
13
9
24
21
9
6
13
36
0
11
12
2
175
Comb.
14
12
24
21
24
31
20
11
15
29
3
15
5
5
229
Bicycle
3
2
6
0
3
5
2
2
0
1
0
0
0
0
24
Ped.
11
10
18
21
21
26
18
9
15
28
3
15
5
5
205
Note:
° For counties included in each division, please see map on page 9.
° *5YrAvg includes SFY08–SFY12
page
36
North Carolina Department of Transportation
page
North Carolina Department of Transportation
1 South Wilmington Street
Raleigh, NC 27601
ncdot.gov
Communications Office
Phone: (919) 707-2660